Tag Archives: go green conference

GoGreen ’12 Austin Green Line Series: Seton Healthcare Family’s Trennis Jones on Sustainability’s Growing Business Case in Healthcare

Healthcare organizations account for four percent of the nation’s billable square footage, yet they consume more than eight percent of the nation’s energy annually. And their costs, along with demand, are sky rocketing as baby boomers age and key resources (oil, water, etc.) grow scarce. Sustainability, it would seem, is on the mind of every hospital executive in America. And if it’s not, it should be. In this installment of the Green Line Series, Trennis Jones, Senior Vice President at Seton Healthcare Family, gives us the big picture breakdown for sustainability’s business case in healthcare.

GoGreen Conference: Let’s start big picture. This is a transformative time for healthcare — lots of questions are being asked on how it can improve, how it can increase the quality of care and how it can be more financially efficient. From your perspective, what is the overarching vision in your industry for how sustainability can make an impact on what you do?

Trennis Jones: If you look at hospitals alone — we use about 836 trillion BTUs of energy annually. We produce a little over 30 pounds of CO2 emissions per square foot — broken down, that is more than 2.5 times the energy intensity in carbon dioxide emissions for commercial office buildings. So, if U.S. hospitals spend over $5 billion annually on energy ­­ — often equaling one to three percent of a typical operating budget — that works out to about fifteen percent of the profits. That’s a big chunk.

Then you have in-patient facilities, which use an average of 240,000 BTUs per square foot. Hospitals account for four percent of the national billing square footage, but we account for eight percent of national energy consumption on average. That four percent of difference represents a big opportunity for us. The question is:  How do we capitalize on that and not lose the sight of the fact that our number one goal is to care for our patients better?

Big picture for us involves looking at how we can construct and renovate better. How can we construct that building going up differently than we would have in the past in order to be greener and more efficient? We recently finished construction on Dell Children’s Medical Center in Austin. That building was constructed with the vision of it being a “green hospital.” In fact, it was the first LEED platinum hospital in the world. And even though we just closed out on the main building, we are adding on a new unit that will feature at a 20-kilowatt photovoltaic array for the solar water heating system that will reduce energy consumption for that unit by three percent. With the future in mind, we are also installing three electric vehicle (EV) charging stations for patients who are driving progress by owning an EV.

GG: Obviously these initiatives are already having an effect on Seton’s bottom-line. Do you feel sustainability can directly affect the quality of patient care as well?

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GoGreen ’11 Portland Green Line Series: Nike’s Hannah Jones on the Importance of Collaboration

Nike, being a global company, has the advantage of throwing a lot of weight behind its core values. But that same size and reach also pose a challenge when it comes to aligning every single factory, product line and aspect of your supply chain with the company’s “North Star” goal: A 100 percent sustainable, closed loop system. The folks at Nike just use this as fuel to fire their collective drive—going so far as to collaborate with their competition in order to achieve goals necessary to success for all. In this edition of the Green Line Series, Nike Vice-President of Sustainable Business & Innovation, Hannah Jones, tells us why working together is the best and fastest way for us all to win.

GoGreen Conference: Sustainability is a complex undertaking at any size business—especially at one as large as Nike. What are your priorities? How do you ensure you’ve accounted for all known aspects that affect your goals on sustainability?
Hannah Jones
: We have been on a journey to build a more sustainable company ever since Bill Bowerman and Phil Knight started the company. Bowerman was always interested in creating a lighter shoe which translates into less waste.

NIKE, Inc.’s long-term vision is to create products and business models that are decoupled from constrained resources. Nike has made progress, we’ve learned a lot from being in this space and we’ve applied these learnings to address key industry issues around labor, environment and our supply chain. But there’s still more work to be done.

We’ve taken on challenging issues and invested significant resources in new ways to make products and share what we’ve learned. However, in order to accelerate the industry’s progress to a sustainable future, it’s imperative that the industry works together and collaborates in order to create lasting, scalable, systemic change.

We cannot do this work alone, and so collaboration is key.

GG: What has been more difficult to enact—operational change at the corporate level, behavior change at the consumer level, or controlling a global production supply chain? What solutions have you developed to make progress within this biggest challenge/opportunity area?
HJ: Nike’s global supply chain is large and complex. It has taken years to address certain issues, but as our business continues to become more complex, we see the need to create new solutions. In the absence of industry standards, the challenge is working together as an industry to reshape the system and how we all approach supply chain processes.

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GoGreen Seattle 2011 Green Line Series: Nau’s Jamie Bainbridge Talks Sustainable Scalability + Product Design

As many have discovered, the deeper you attempt to go back into a supply chain, the murkier it gets. For a product-based company like Nau, Inc. that holds a deep committment to the sustainable roots of its offering, that creates all kinds of challenges. Or, if you’re Jamie Bainbridge, you could choose to see opportunity. Opportunity to prove that well-designed, high-performing apparel and outerwear can also be sustainably made and cycled back into the system once they’ve been worn through. In this edition of the Green Line Series, Jamie takes us through the solutions Nau has discovered in its journey as a sustainable business.

GoGreen Conference: Let’s start broad. What was the inspiration behind creating a sustainable, responsible line of active wear? Was it market demand or some sort of entrepreneurial vision?
Jamie Bainbridge: I would say it’s a combination of the two. We were definitely inspired by experiences that many of us had, but it also felt like the time was right concerning the marketplace—people were listening and ready.

GG: Were you at Nau from the very beginning? A founding mother, so-to-speak?
JB: Oh yes. I’m a survivor.

GG: What was that moment in time like? What kind of feeling did you have when you started this venture?
JB: It seems like it was a very different time—before 2008. A bunch of us had come together from companies that were making small strides into the area of sustainability and were trying to incorporate those concepts into product lines, but everywhere we worked, the view being taken wasn’t purist. There were always escape valves built in. There was always a next time.

When we started Nau, we felt there were many ideas coming together and that we could form a company around them. If we formed this kind of company that was responsible and had a responsibility beyond the bottom line, we felt the world was ready for that. We could build product for that and avoid always saying that we’d do something next season. And if you start out with that standard, there’s no place to go. You have to stay true to it.

That, of course, was also the interesting challenge of it, because there weren’t materials available to build product like that. A lot of the things we were trying hadn’t been tried.

GG: If all the companies the Nau founders came from weren’t able to make these ideas a reality, how were you able to accomplish the feat?
JB: That’s what we said we were about. Three things: Beauty, Performance and Sustainability. Those have been our pillars since day one and they still are. That hasn’t changed in all the time we’ve been in business, even with a bankruptcy mixed in and starting up a second time. We had to figure out a way to make it work.

It’s somewhat difficult to speak to, because there are two eras of our company. The before and after of bankruptcy. And they’re very different times in terms of business models, but the product itself and the ideals are the same.

If you look at the materials that were out there when we started and the business model we needed to institute to create the product, we had to work backwards and build the model around what we were going to do. Yes, it involves some extra cost, but we haven’t found that the extra cost is a barrier to our product. Logistics are the main stumbling block. We’re working through a supply chain that is still very constrained and not terribly healthy in terms of building apparel product.

GG: Is scale an issue? So many things seem to hinge on that component. Can you get the quality of items you want at the quantities you need?
JB: It’s definitely an issue. And it’s one of the reasons we felt strongly about being open source with what we were doing. We needed people to come along with us. If other brands want to know where we’re buying a sustainable material, we’re happy to tell them. We need other people in this space to help strengthen the supply chain—especially companies that can add substantial volume to the demand for the materials. That’s the only way for the segment to grow and the product to become less special and more everyday.

GG: How has Nau been able to navigate those supply channels with success? Is it conditional on relationships?
JB: Yes, it’s very relationship-based. When I hear companies say it’s really hard to get into their supply chain, usually it’s because they haven’t asked. They haven’t dug down to the origins of their product. That’s been one of the undertakings we’ve committed to that is a very different approach from the one most apparel companies take.

We can tell you where most everything that is natural fiber is grown. We can tell you where the polymer is sourced. We can tell you who does every single step of the process. And we’ve formed relationships with all of those parties. That’s how you learn. That’s how you clean things up. That’s how you get what you say you’re going to get.

GG: What about your take-back program. I love that I can return my Nau jacket at the end of its useful life for me and know it’s getting cycled out responsibly. How do you make that program work?
JB: That’s one of the big challenges with this endeavor. So the jackets you’re talking about, with the tags indicating they can be returned, are made by a company that makes polyester through a chemical recycling system. They can take that jacket and completely recycle it into a new jacket, of the same fiber and intrinsic value held by the original fiber. It’s a very unusual example of a product that can be totally recycled and not down-cycled.

But that is a very limited supply chain. We have to limit it to our outerwear. We hope you will use it to the end of its useful life and then pass it on to another person to use even further until it’s got a big ol’ hole it in, and then it would be brought back to us. Logistically that’s still very hard to make happen.

GG: Are other companies moving towards having options like this available?
JB: It’s still fairly rare. It’s not easy to do and the recycling systems are not in place to take a lot of the consumer products we have back into some mostly pure recycling chain. We’re working with a lot of other businesses in the outdoor industry to build more recycling systems that can take a wider variety product and recycle it into something with as high of use as possible.

GG: How does your team approach talking about these things responsibly without greenwashing? Does it require educating your audience?
JB: It definitely requires educating your audience. It’s a very fine line to educate people and not sound like your greenwashing or actually be greenwashing them. We have always been of the mind that it is better to err on the side of being conservative in how we talk about things. We don’t claim that we’re the best at anything or that we’ve got it all figured out. We know sustainability is an ever-evolving endeavor. We’re learning as we go and every year we find ways where we can do better. It is something that we are always conscious of how we communicate.

It’s also very easy for companies talking about the sustainability of their product to sound preachy to their customers—and we don’t ever want to sound that way either. We hope that you buy our product because of ALL three pillars—beauty, performance and sustainability—not just because it’s sustainable. You’re probably not going to buy something unless it’s beautiful to you. You won’t buy it if it doesn’t work. And if you have a value system that puts sustainability up there too, you can hit all three areas with us.

GG: You mentioned that there is always more to do. What are some of the things on your to-do list?
JB: One thing we’re always after is more transparency. We have one wool supply chain that we are very transparent about and know exactly where it goes back to. And then we have other wool supply chains that we can’t do the same for, because of the type of product they are and the untraceability beyond where we’re at right now (at least so far). I would love to have the volume to pull the wool for those products from a supply chain we can better control.

We’re also on a quest—one that we’ve been on for a long time—to get the harmful chemistry out of water-repellent goods. There is one product on the market right now that does that, but it doesn’t give the consumer the kind of performance they’re used to. You’re stuck with a trade-off. You can either have jacket with good chemistry that repels water—but not for very long—or you can have a jacket with harmful chemistry and water repellency that never wears out. Those are the kinds of things we come up against.

GG: The outerwear industry is fiercely competitive. How do you balance being transparent and open source, with maintaining an edge on your technology?
JB: We just don’t really play that game. We’re more than glad to talk about where our technology comes from. We take a different approach, because we need other people to come along with us to be successful in our mission. Design becomes our competitive edge in the marketplace. We’re marketing into the classic outdoor industry, but we’re also marketing into the fashion industry. That’s an entirely different realm to play in. They have different priorities around the technical aspects of the product.

Jamie Bainbridge is the Director of Textile Development + Sustainability at Nau, Inc. She is also a board member of the Outdoor Eco-Index and a speaker at GoGreen Seattle 2011, leading our session on that subject. You can see Jamie and over 50 additional leaders in green business live in Seattle Wednesday, April 20, 2011. Register at: http://seattle.gogreenconference.net/registration

Follow us on Twitter for all the latest green news and event updates at @GoGreenConf. Our official hashtag for GoGreen Seattle is #GoGreenSEA

GoGreen Austin 2011: Recap + Resources

Our crew has a great love for the Pacific Northwest, but we have to say that Austin blew us away. We are so inspired by the ideas, the passion and incredible commitment to sustainability and the triple bottom line we witnessed in your fine city. We hope that everyone who attended left as excited as we were and armed with actionable practices to take back to your businesses and organizations.

We want to kick this post off by saying a humble and heartfelt thank you to everyone who attended the conference, and all the speakers, sponsors, exhibitors and community partners that made GoGreen Austin 2011 a smashing success. We absolutely could not have done it without your participation and support! Our special thanks to the City of Austin and all involved departments for the warm welcome and commitment to the mission of GoGreen. We are also incredibly appreciative of support from Lucia Athens, Jessica King, the Austin Convention Center, Texas Gas Service and the Austin Business Journal.

In case you missed out on GoGreen Austin 2011 or just want to relive the fun, we’ve put together a recap with session highlights from three of our favorite talks and resources to explore. We also hope you’ll add your insights, takeaways, links we missed and links to your own recap blog posts in the comment section. Sustainability is a conversation and we want to hear your take on it!

Keynote (Lucia Athens, City of Austin)
Austin’s Chief of Sustainability, Lucia Athens, certainly came armed with inspiration and new resources from the City. Her talk on changing operations to create viable solutions was both practical and visionary—taking into account human behavioral psychology to form the foundation of creating sustainable change. Her approach centered on 4 New Operating Principles to use:

1. Try a new operating system
2. Keep up with the Jonses
3. Backyard Pride
4. Pay it forward

Lucia also announced several new initiatives the City of Austin is starting to enhance green business and provide additional resources for those committed to sustainable practices.

Greenwashing (Valerie Davis, Enviromedia)
Enviromedia CEO and co-founder Valerie Davis (fellow co-founder Kevin Tuerff spoke on the Green Branding and Marketing panel) gave us a lot to think about with her session on what constitutes greenwashing and how to avoid it. We watched several commercials that showed what a wide spectrum there is between intentionally misleading people outright and inadvertently playing up your sustainable efforts a little too much.

The key, said Valerie, is to be transparent, authentic and prepared to prove your claims. How you deal with challenge says as much about your brand’s commitment to sustainability as the initiative you are promoting. An example of a company getting it right is Patagonia, which breaks down their products and reveals all of their sustainable and not-so-sustainable components in a compelling way through the Footprint Chronicles.

If you want to learn more on greenwashing (and how NOT to do it), visit the Greenwashing Index, which is an interactive website designed by Enviromedia and the University of Oregon to give the public tools to vet advertisements and render judgment on the level of greenwashing each employs. It’s a great resource.

Equity + The Triple Bottom Line (Sheryl Cole, Austin City Council; Armando Rayo, Cultural Strategies; Brandi Clark, EcoNetwork; and Susan Roothaan, A Nurtured World)
An increasingly important issue on the sustainability front is the “people” aspect of the triple bottom line (i.e. taking care of people and planet, in addition to profits). The GoGreen Austin panel on equity brought a robust conversation on fair access to information, resources and jobs in the green economy to the forefront of the conference agenda.

Bringing to light that sustainable living is a something to be enjoyed by all people, our panel made a convincing argument for realigning our goals and priorities to be more inclusive of groups historically left out of the sustainability movement—including people of color and low-income populations. One of our favorite takeaways was that we, as a culture and a civilization, have to get beyond the idea that a sustainable citizen is a middle-class, white, hybrid-driving, yoga-practicing American—because most of the world and an increasing portion of America does not fit that stereotype. We need to broaden the definition by bringing more people to the table, recognizing the vast array of cultural contributions to the green movement, creating solutions that fit a wider set of needs, and fostering participation in sustainable living by all.

Cultural Strategies’ Armando Rayo wrote a great follow-up post on this topic as regards bringing the Latino community further into the “sustainability” fold and recognizing their cultural approach to being stewards of the earth. Read that here.

Another group that is actively broadening the reach of green practices is the Sustainable Food Center (this is pulling in a resource from the Austin Business Journal Going Green Award Winner Session, but their work is extremely relevant on this front). SFC is finding ways to provide sustainable, farm-sourced produce to a wider spectrum of Austintonians. Visit their site here.

So what was your favorite session? What did you take away from GoGreen Austin that’s stuck with you over the past 10 days? Our comment section is ready and waiting for your insights!

P.S. Pictures from the day are on their way—so check back for those. We’ll also be releasing select video of the main stage sessions throughout the spring.
And remember, you can get the latest green news and information on GoGreen Austin hot off the press year-round at @GoGreenConf and #GoGreenAUS. We’ll see you on Twitter!

Green Vid: GoGreen Portland 2010 Branding Your Sustainable Biz

You’ve worked hard to integrate sustainability into key aspects of your business—now you need to integrate it into your brand story. But how do you do that without smacking of greenwashing? Bring in four of Portland’s brightest CEOs with advice on how to talk sustainability in a distinctly genuine way. In this session from GoGreen Portland 2010, Eric Friedenwald-Fishman (President & Creative Director, Metropolitan Group), Lisa Sedlar (President, New Seasons Market), Alysa Rose (President, Rejuvenation Hardware), and Tom Kelly (President, Neil Kelly) tell their sustainable stories with lessons for telling yours.

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P.S. This session was so popular in Portland, that we’re taking it to Austin + Seattle with local CEOs from those metropolitan areas! Stay tuned to Twitter + Facebook for speaker announcements.

The Green Line: NY Times Writer Andrew Revkin

We were stoked to hear New York Times writer + Dot Earth blogger, Andrew Revkin, speak last night at Portland State University. Andrew gave a compelling talk on what’s happening with climate change, the controversies in the science behind it, ways governments are handling the situation and how news outlets have covered what he calls a “slow drip” phenomenon over the last century.

He was also kind enough to answer a question we’ve been working to answer through the GoGreen Conference: How do we, as citizens and business owners, make a difference at ground zero while our governments and scientists are figuring everything out? Here’s his response.

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The Green Line Series: Anne Weaver, Elephants Delicatessen

09speaker_AnneWeaverAnne Weaver has been a Portland business owner for 30 years. In that time, she’s pushed the home-grown Elephants Delicatessen to soaring heights as an exemplary sustainable business. With four locations, Elephants is dishing their hand-made green menu to a grateful crowd of eco-minded citizens and picking up some sustainable bling along the way. In this episode of The Green Line Series, Weaver details the advantages and challenges of being a small business with a deep commitment to sustainability, points out the importance of engaging your employees and community, and reminds us that the little things add up to big results.

GG: You’re a small business owner. In what ways does working on a smaller scale help you achieve sustainability faster than a big corporation?
AW: One great thing about being a small business like Elephants Delicatessen is that there aren’t too many layers between the people who make our fresh foods every day and those who run the company. In a large corporation it could take quite an effort for one employee to be heard, but here at Elephants everyone from the top down is interacting with all of our employees daily. This is especially important for our managers because they very quickly can let upper management know when someone has a suggestion or a great idea. Sometimes something as simple as a tiny tweak in our kitchen can equal huge returns in terms of sustainability.

We also have a Green Team that is made up of employees from all levels and departments. These team members become ambassadors of our company’s message and help spread the word throughout the company. Because we’re small, our staff pretty well knows each other by name. That is really important for us. We’re not a business where everyone sits at a computer and reads company emails. We’re working together, face to face, every day, and that means we don’t have too much of a delay from suggestion to implementation.

GG: On the flip side, what are some road blocks to being sustainable that you’ve run into as a small business? How have you overcome them?
AW: Elephants Delicatessen is in a unique position in that we are not too small, but we’re not the big dogs either. If you’re a paper supplier and Starbucks wants a certain type of compostable cup, the suppliers can’t wait to make it happen. A business of our size can ask, but at the end of the day, the bigger account may get more attention. Instead, what we have chosen to do is work to forge strong relationships with vendors. We outline our own sustainability goals and ask them to partner with us in meeting them.

GG: How does making your food from scratch provide an advantage to Elephants in terms of keeping things green?
AW: The closer you are to your food, the more control you have over its impact on the environment. One example is reduced packaging on the front end because we buy individual ingredients such as flour, sugar and butter. Then, we use those bulk ingredients to make our own breads, cakes, cookies and pastries. Since the finished products are made fresh daily, we use minimal – if any – packaging to transport foods to our retail stores. These simple steps save a lot of unwanted waste.

GG: What are some of the most important, most impactful components of your business that help you be more sustainable (recycling, power conservation, etc.)
AW: In the food business, composting is huge. It sounds like such a small thing, everyone’s doing it in their backyard, right? Well, when you produce the volume of food that we do, every day, it adds up to a lot of waste. We have compost bins throughout our kitchens, and we train staff about what food waste can go into those bins.

Energy conservation is another huge opportunity for us. Through PGE’s Clean and Green program, the electricity used to power our entire operation is generated from wind farms in Oregon and Washington. We also purchase high efficiency food service equipment through Energy Trust of Oregon, and energy efficient fluorescent light bulbs from Pacific Lighting.

GG: How viable is purchasing wind power for small businesses? Is it affordable?
AW: As we mentioned, we participate in PGE’s Clean and Green program. That means 100 percent of our power is generated from a renewable source – wind farms in Oregon and Washington. One challenge small businesses can face is determining how to make the switch to wind power when you are one tenant in a large building. We fought that fight, and we’re proud we did. We think it helps raise awareness for everyone involved.

Wind power was more expensive when we first signed up, but we assumed power rates would rise in general. We were right, and we are proud to have been among the first local businesses to pursue wind power.

GG: Has being an award-winning sustainable business helped your bottom line?
AW: We think so. We think our customers appreciate our efforts. It certainly means that we have to put some energy into rethinking things at times, but ultimately, being sustainable isn’t a cause we’re into – it’s simply our business standard.

GG: Going green is sometimes an overwhelming concept. Do you have to go big to go green?
AW: It certainly can be overwhelming. We have a Green Team committee that meets weekly to discuss our sustainability efforts. We can spend weeks debating the merits of one type of green packaging versus another. Ultimately, starting with a few small things can really get a team moving, though. Start with the closet full of cleaners. Do a little research and find more environmentally-friendly alternatives. Then, train your staff to use them appropriately. Before you know it, everyone in your company starts to think in the green mindset. Then, it wouldn’t be unreasonable to expect your employees to start coming forward with their own suggestions. We have absolutely taken advantage of how easily we are able to make changes because of our smaller size.

GG: Do all the little things—things that businesses can add in stages—add up to dramatic changes?
AW: Absolutely. We did not start out doing all of this at once, and I’m pretty sure we’ll always have more to do. We bought an efficient machine to clean our Central Kitchen floors. It uses significantly less water and cleaning solution than traditional mopping. That may sound like a small thing, but when you think about how we clean that 10,000-square-foot kitchen 365 days a year, that adds up to a lot of savings.

GG: How did you get started making these choices?
AW: Since opening 30 years ago, Elephants Delicatessen has aimed to be a green company. Our business took off the same time as the major green movement in our area. It was a perfect match, just making sense that our business follows the regional green motto. We have made it a point to include thinking green into our decisions as business has grown. When we need a new appliance, we choose Energy Star. When we need new packaging, we research recyclable or compostable materials. As delivery business grew, we sought out alternative fuels and ways to reduce vehicle emissions on the road. Our next step is to deliver by bike. It seems there is always a way to improve.

GG: How do you recommend other small business owners get started down a path to sustainability?
AW: Start taking action immediately. Small, simple steps will lead to bigger ones. Open the closet and check out the chemicals used in your business. Put out recycle tubs. Take away the paper cups near the water cooler and coffee pot and ask employees to use their own, reusable cups and mugs.

Companies must invest in bringing their employees on board. Think of it as a group effort. Training and spreading the word through the company has a trickle-down effect. Eventually everyone from your vendors to your clients will see your efforts.

GG: Why is it so important for America’s small business owners to get on the sustainable side of the green line? What is their impact on the greater whole?
AW: Being green is the new business standard. Small businesses have the advantage of being close to their customers, and customers are more and more savvy about what it means to be a green business. We have to make sure our community knows we care about sustainability, and once customers are able to see a business’ efforts, we believe they’ll respond with return business. Small businesses making sustainable efforts puts pressure on larger businesses to take action. It proves that it doesn’t have to take deep pockets, just a genuine effort.

Anne Weaver is a speaker the GoGreen ‘09 Conference, October 7th, 2009 in Portland, Oregon. To hear more from Weaver and our other 40+ eco-visionary speakers on embedding your business with a sustainable commitment , register today at www.gogreenpdx.com/registration or call 503.226.2377.

For more information about Anne Weaver and Elephants Delicatessen, please visit: http://www.elephantsdeli.com

To get the latest Go Green ‘09 news, green news and innovative ideas join us on Facebook (Go Green Conference) + Twitter (@gogreenpdx)!

The Green Line Series: Jason Graham-Nye Saves The Planet, One gDiaper At A Time

Did you know that a typical disposable diaper takes over 500 years to decompose? And an average baby goes through around 5000 of them in a lifetime?

Yikes! Multiply that by the number of babies in the U.S. alone and the picture starts to look pretty grim–and more than a little stinky.

jasongrahamnyeThank goodness eco-entrepreneur + daddy extraordinaire, Jason Graham-Nye (Co-Founder and CEO of gDiapers) is working hard to send a breath of fresh air through the diaper industry. And Mums + Dads (and babies too!) are thankful for gDiapers’ stylish and sustainable alternative to normal nappies. In the The Green Line Series, Jason offers his advice for creating a successful green start-up, how to develop a truly sustainable brand and how to leverage social media + brand evangelists as aces up your sleeve against the big guns.

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Jason is a speaker at Go Green ’09, an all-day sustainability conference in Portland, Oregon. Join us October 7th, 8:00am-4:30pm, at the Gerding Theater to learn how to take your business to new sustainable heights from our panel of 40+ world-renowned, eco-visionary speakers.

Go Green ’08 sold out, so get your tickets quickly! To register, visit: http://www.gogreenpdx.com/registration.

To get the latest Go Green ’09 news, green news and innovative ideas join us on Facebook (Go Green Conference) + Twitter (@gogreenpdx)!